Sig-Processing Case Study

1. Introduction

This report develops the issue of ineffective organisational structure, in the context of productivity and innovation, as outlined in the brief. The management function of organising, defined as “the process of arranging people and other resources to work together to accomplish a goal” (Schermerhorn, 2014, p.237) is used to frame the limitations of the current functional structure, and offers matrix and amoeba managed structures as alternatives. Recommendations involve discussing the deficiencies of the current functional structure and the development of a new one with employees, and drafting a new matrix structure with the aim to increase effectiveness across all facets of the organisation, particularly in relation to productivity

The competitiveness between units may create conflict throughout the whole organisation, which may be so significant that units focus purely upon their objectives, not the organisation’s, thus limiting output and disrupting organisational goals (Inamori, 2013). Furthermore, the reliance on teamwork within units may become time consuming, as all employees in the unit compromise upon courses of action, and not all employees at Sig-Processing may be fully equipped to handle such a team environment (Halfhilll & Nielsen, 2007). Despite these disadvantages, Kyocera; which operates in the microelectronics industry and similar to Sig-Processing Systems, produces technology for the telecommunications market; uses the amoeba managed structure successfully (Kyocera,

Employees essentially have two bosses, one project boss and one function boss (Scheneck, & Alcorn, 2012). One advantage of this structure is that employees are organised around problems in their project teams, which allows teams to readily access the expertise of other employees due to experience and further development in their function (Scheneck, & Alcorn, 2012). Furthermore, the project teams develop creativity and innovation due to less stringent hierarchical control and allows new projects and products to be researched and developed quickly (Scheneck, & Alcorn, 2012). The innovative, and fast-developing nature of the matrix structure means it is effective for managing specialists and projects in high-tech